Brad Remillard
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Brad Remillard, an executive recruiter with over 25 years of experience, has conducted over 10,000 interviews and been involved in more than 2,000 executive searches. Brad previously served as President of CJA Executive Search, which was recognized as one of the top search firms in Southern California. In 2005 he co-founded IMPACT Hiring Solutions a retained executive search firm and best practices hiring company. He is co-author of two books on hiring. You’re NOT The Person I Hired. His second book helps candidates dramatically reduce their time in-transition is, This Is NOT The Position I Accepted. In 1999, Brad co-founded the American Association of Senior Executives (AASE), one of Southern California's largest career management and business resource organizations exclusively dedicated to VP and C-level executives. The AASE has assisted more than 1,500 corporate executives manage their careers. Brad has personally coached many of these executives on success-based interviewing, 21st Century networking techniques, and career transition. He is a frequent speaker on the subject of career management and executive networking.
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It is possible to find reliable recruiters that will work hard to ensure your company makes great hires. Great recruiters are an extension of you company's human resources department. These few tips will help your company select and work effectively with executive recruiters.
We often conduct free "Candidate Open Forums." These are conference calls open to all of our candidates, in which we discuss topics and answer questions directly from you – our candidates. Unfortunately, we are limited to 50 people on the line at one time, so often we can't get to all of the questions submitted ahead of time via email
A friend CEO recently reminisced about a conversation he had with his executive team. I thought this directly related to so many candidates that I felt compelled to share it with you. The CEO said to his team, “In order to survive this market without cutting back we must “OUT” our competition. We must, out deliver, out perform, out service, out sell, out market, out price, out satisfy, out prepare and out them with every thing we do.
Most interviewing processes start and stop with the phone interview. In our opinion this is the most important interview. Not only because if you fail here the process stops, but mainly because it sets the stage for the in-person interview if you do well. Have a great phone interview and the mindset of the person bringing you in for the face-to-face interview is already positive, they believe you must be qualified, and you are starting out in a strong position.
NO. A common assumption made by most candidates is that, “I’m qualified. Why don’t you call me?” Simply put, you answered your own question. We don’t want qualified people. Recruiters are only looking for exceptionally qualified people. Especially in this market, companies don’t need to hire us to find qualified people. They can do that on their own for FREE.
The cost of a bad hire rarely impacts an organization, however, the value of a great hire can often transform an organization. As executive recruiters, we hear about the “cost per hire” regularly. It seems like every time HR calls, this topic comes up. However, I would suggest that a far better discussion for HR to have is on the “value per hire.” Having this discussion not with recruiters, but with the CEO is a far more meaningful and beneficial discussion. It not only helps justify that HR co
Has this ever happened? You screened hundreds of resumes, conducted extensive interviews, and found what you believed from the resume and interviews, the candidate that is perfect for the job. Exactly what you are looking for, maybe even better. You have high expectations for this new hire. Then they come on board and fall flat on their face. Within 3 – 6 months you are saying to yourself, "You're NOT the person I hired" (a great title for a book).
Hiring is one of those processes in many companies that is often ignored, until it is needed. My partner Barry Deutsch and I have spoken to hundreds of CEOs and key executives in the last three years, and there is a theme that most of these CEOs and key executives agree upon, which is, they don’t really have an effective, repeatable hiring process with highly competent people throughout the hiring process.
If you are in HR or executive search, how many times have you heard a hiring manager say when referring to a hire that is under performing and about to be let go, “I don’t know why they aren’t performing, I told them during the interview exactly what that job is. I can’t figure it out.” Most of you just thought to yourself, “Too many. More times than I can count.” or “Just about every time we had to let a person go before their probation period was over.”
As the new year starts, many will be either restarting or launching a job search. One thing missing from so many in the job hunting mode is accountability. We see this all the time in our job searching coaching practice. Most candidates go it alone. If 2009 was a go it alone year for you, I might suggest that 2010 be get a partner year. Not just any partner but an accountability partner. What exactly is and is not an accountability partner:
